Planning for High Performance - Stacia Garr
Stacia Garr writes on trends and best practices in talent management, focusing on topics such as performance management,
employee engagement, career management and workforce planning. In her blog, she likes to share what she's learned
about how to make talent management programs more frequent, collaborative, engaging and effective.
http://www.bersin.com/blog/
http://www.rssboard.org/rss-specificationBlogEngine.Net Syndication Generator 1.0.0.0 (http://dotnetblogengine.net/)en-GBhttp://www.bersin.com/blog/opml.axdMy nameThe Business of Talent 0.0000000.000000The Gift of Clarity (And Using Goals to Provide It)<p>
How is your week going?&nbsp; If you are anything like many of the people I have spoken with this week, you are having one of the most productive weeks of the year.&nbsp; Your focus is like a laser, your to-do list is pared back, and your eyes are on the prize:&nbsp; to finish up the most critical items before the end of the year.&nbsp; So, I have to ask you:&nbsp; why is every week not more like this one?
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The likely answer is that in other weeks you lack the goal clarity that is helping you focus now.&nbsp; Our new research, <a href="http://insights.bersin.com/research/?docid=18128" target="_blank">High-Impact Performance Management: Using Goals to Focus the 21st-Century</a> (Not a Bersin member?&nbsp; <a href="http://insights.bersin.com/research/?docid=18131" target="_blank">Click here</a> for the summary), which we launched yesterday, supports this hypothesis: that many employees lack the clarity they need.&nbsp; Here are a few findings from the study:
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<ol>
<li>Though 76 percent of organizations cascade goals, only 36 percent of organizations have a standard, enterprise-wide approach, which often results in inconsistencies in approach and, potentially, the goals themselves.</li>
<li>While more than half (51 percent) of senior leaders convene a series of meetings throughout the year to discuss goals with business leaders, only six percent of team managers /&nbsp; middle managers receive their goals in the same way, which can result in inconsistent goal messaging.&nbsp; </li>
<li>Though nearly 60 percent of organizations said senior leaders revise their goals during the course of the year, only 36 percent of respondents indicated middle managers make similar revisions to align to new directions being defined by their supervisors.&nbsp; This can result in the organization&rsquo;s leaders thinking the company is headed in one direction, but the day-to-day actions of employees taking it in an entirely different one.</li>
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Our research finds that having that goal clarity &ndash; both at the start of the year and on a continuous basis &ndash; is a critical factor in predicting business performance.&nbsp; Specifically, we found that employees with a high level of goal clarity were four times more likely to score in the top quartile of business performance.&nbsp; Further, organizations that have employees revise or review their goals quarterly or more frequently were three-and-a-half times more likely to score in the top quartile of business performance.
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This new research summarizes the current state of goal-setting and management, including an overview of common goal-setting practices; a review of the academic debate around goals; our analysis of the challenges of modern goal-setting and management; current trends in goal-setting and revising; and the three key principles and seven related practices that our data indicate are critical to effective goal management (see Figure 1).
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Figure 1:&nbsp; Three Principles and Seven Practices for Effective Goal Management
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<img src="http://www.bersin.com/blog/image.axd?picture=HIPM_GoalSettingRevising_F02-small.jpg" alt="" width="540" height="511" />
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Source:&nbsp; &ldquo;High-Impact Performance Management: Using Goals to Focus the 21st-Century,&rdquo; Stacia Sherman Garr / Bersin by Deloitte, December 2014.
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I hope that if you are taking some time off in the coming weeks, that you have an opportunity to unplug and reflect.&nbsp; When you come back to set your goals &ndash; and help your organization set its goals &ndash; for 2015, I suggest analyzing your organization&rsquo;s current goal setting approach and asking yourself:
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To what extent does your organization&rsquo;s goal setting process enable you and your employees to have that &ldquo;end-of-year&rdquo; clarity on your goals and objectives?</li>
<li>To what extent do your organization&rsquo;s systems, processes, and culture support continued clarity?</li>
<li>What can you and your organization do differently to enable greater goal clarity, both in January and throughout the year? </li>
</ol>
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If you are able to move the dial on any of these elements, you truly will have given yourself and your employees a gift &ndash; the gift of clarity.
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<div style="text-align: center">
<img src="http://www.bersin.com/blog/image.axd?picture=Presents+Multi-Colored.jpg" alt="" width="374" height="557" />
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http://www.bersin.com/blog/post/2014/12/The-Gift-of-Clarity.aspx
Stacia Garrhttp://www.bersin.com/blog/post/2014/12/The-Gift-of-Clarity.aspx#commenthttp://www.bersin.com/blog/post.aspx?id=ebcf5f27-c42c-4467-bcc2-994826a498e9Thu, 18 Dec 2014 13:24:00 -0500Stacia Garrhttp://www.bersin.com/blog/pingback.axdhttp://www.bersin.com/blog/post.aspx?id=ebcf5f27-c42c-4467-bcc2-994826a498e90http://www.bersin.com/blog/trackback.axd?id=ebcf5f27-c42c-4467-bcc2-994826a498e9http://www.bersin.com/blog/post/2014/12/The-Gift-of-Clarity.aspx#commenthttp://www.bersin.com/blog/syndication.axd?post=ebcf5f27-c42c-4467-bcc2-994826a498e9Does your Organization have “Zompetencies?”<p>
Competencies are the language of talent management.&nbsp; They provide guidance to managers and direct reports alike on the behaviors that are expected.&nbsp; They also are a way to assess those behaviors, whether for the purpose of hiring, development, or performance appraisal.&nbsp;
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<p>
Yet, for all that can potentially be&nbsp;right about competencies, so much can also potentially be wrong.&nbsp; In many organizations we talk to, competencies are too numerous, ill-defined, or too complex.&nbsp; The result is the competencies are infrequently used and ultimately cast aside.&nbsp;
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Therefore, we have to ask ourselves, &ldquo;Are competencies dead?&rdquo;
</p>
<p>
We are currently in the midst of a new research initiative on this question (and we&rsquo;d like your help on it &ndash; see details below).&nbsp; Our initial research reveals, no, competencies are not dead &ndash; in many organizations they are alive and well, working as intended.&nbsp; In the organizations that are not using them effectively, though, the competencies seem to be collapsing under their own weight, dying a very slow death.&nbsp; These organizations have &ldquo;zombie competencies&rdquo; &ndash; or &ldquo;zompetencies,&rdquo; if you like.&nbsp;
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<img src="http://www.bersin.com/blog/image.axd?picture=Zombie_smaller.jpg" alt="" />
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So, how do leaders keep their organizations from creating zompetencies?&nbsp; Here are a few suggestions:
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<ol>
<li><strong>Design for criticality:</strong>&nbsp; Focus on what is essential to success &ndash; not every competency necessary for doing a job.&nbsp;&nbsp;</li>
<li><strong>Design for impact:</strong>&nbsp; Focus on competencies that align to the organization&rsquo;s business strategy and greatest areas of need.&nbsp; If your organization is making a major transformation from one focused on execution to one focused on innovation, competencies should be a part of the bedrock of the change effort.</li>
<li><strong>Design for simplicity:</strong>&nbsp; Constantly ask yourself if the competencies are necessary or can be expressed more simply.&nbsp; Further, in an effort to reduce competencies, do not combine two competencies into one.&nbsp; &ldquo;Visionary leadership and tactical execution&rdquo; is not one competency.</li>
<li><strong>Design for acceptance:</strong>&nbsp; Avoid the trap of developing competencies in a vacuum.&nbsp; Competencies need to be broadly socialized and amended as they are developed, to ensure both broad understanding and agreement on their content.&nbsp; </li>
</ol>
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Ultimately, managers and direct reports need to understand the competencies, what they mean, and how to use them &ndash; and integrate them into how they talk about talent on a regular basis.&nbsp;
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<strong>How does your organization keep competencies alive and well?&nbsp; Or how has it gotten rid of zompetencies in the past?&nbsp; We are currently looking for examples of effective approaches to competency models and how they support talent management.</strong>&nbsp; Please email me at <a href="mailto:sgarr@deloitte.com">sgarr@deloitte.com</a> if you have any examples from your or other organizations you can share.
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<p>
<em>Special thanks to Joe Folkman and Candace Atamanik for their contribution to some of the concepts in this blog.</em>
</p>
http://www.bersin.com/blog/post/2014/12/Does-your-Organization-have-e2809cZompetenciese2809d.aspx
Stacia Garrhttp://www.bersin.com/blog/post/2014/12/Does-your-Organization-have-e2809cZompetenciese2809d.aspx#commenthttp://www.bersin.com/blog/post.aspx?id=916126ec-3461-4911-bf76-4a4620e5fb2aWed, 10 Dec 2014 14:44:00 -0500Stacia Garrhttp://www.bersin.com/blog/pingback.axdhttp://www.bersin.com/blog/post.aspx?id=916126ec-3461-4911-bf76-4a4620e5fb2a0http://www.bersin.com/blog/trackback.axd?id=916126ec-3461-4911-bf76-4a4620e5fb2ahttp://www.bersin.com/blog/post/2014/12/Does-your-Organization-have-e2809cZompetenciese2809d.aspx#commenthttp://www.bersin.com/blog/syndication.axd?post=916126ec-3461-4911-bf76-4a4620e5fb2aNew research reveals Diversity & Inclusion efforts well-intentioned, but lacking<p>
Today at <a href="http://impact.bersin.com/" target="_blank">IMPACT 2014: The Business of Talent</a>, we&rsquo;re launching new Bersin by Deloitte research on Diversity &amp; Inclusion (D&amp;I) nine months in the making. Our study of 245 organizations with operations in North America, 56 percent of which are global or multinational, reveals no shortage of good intentions when it comes to fostering an inclusive culture. Execution and results, however, are lagging.
</p>
<p>
A few of the highlights from our new benchmarking study:*
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<li>
<div>
<strong>Though most organizations want to be inclusive, most are not today.</strong> A clear majority of respondents (71%) aspire to have an &ldquo;inclusive&rdquo; culture in the future, where employees feel involved, respected, valued, and connected, and where their diverse backgrounds are put to work to drive value and business results. Only 11% of organizations report having an inclusive culture today.<br />
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<strong>D&amp;I is seen as an investment in driving employee and business outcomes....</strong>&nbsp; Respondents selected &ldquo;enhance employee engagement,&rdquo; &ldquo;serve customers better,&rdquo; and &ldquo;increase innovation and agility&rdquo; as their top three reasons to invest in D&amp;I. FORTUNE 500 respondents, much more than the average, were primarily focused on enhancing engagement, and increasing innovation and agility.<br />
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<strong>&hellip;However, monetary investment per employee is small&hellip; </strong>Employers surveyed understand the value of diversity and inclusion, but aren&rsquo;t spending very much on a per-employee basis. Most are spending just over $50 per employee to support D&amp;I efforts; only about 5% of the $1,159 organizations said they spent per employee on learning &amp; development in 2013.**<br />
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<strong>&hellip;And metrics are being tracked, but not leveraged. </strong>Although the majority of organizations are tracking metrics, most are not using them effectively. Almost two-thirds of respondents (62%) report diversity and inclusion efforts are not well-mapped with metrics to strategic business outcomes. Only 10% of respondents &ldquo;strongly agree&rdquo; that their organization changes/adjusts/refreshes D&amp;I strategies and solutions based on evaluation data or feedback.
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<strong>Overall, our research found that most D&amp;I initiatives today suffer from a lack of &ldquo;three Fs&rdquo;&mdash; focus, funding, and follow-through.</strong> Only one in four organizations includes a D&amp;I metric when determining the CEO or executive compensation; the percentage is even less for managers at 18%. Moreover, public accountability for achieving D&amp;I outcomes is small. While almost one-third of leaders (31%) publically discuss the business value of inclusion &ldquo;to a great extent,&rdquo; only 12% discuss to a &ldquo;great extent&rdquo; their organization&rsquo;s effectiveness at achieving D&amp;I goals, and only 2% of respondents &ldquo;strongly agree&rdquo; their organization&rsquo;s metrics are transparent and shared among employees.
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<strong>Instead, to improve D&amp;I effectiveness, organizations should focus on three S&rsquo;s&mdash;<br />
</strong>
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<strong>Strategic alignment with business and talent outcomes. </strong>Performance management should be the tool that creates D&amp;I accountability by setting goals and tracking performance against those goals. Recruiting, selection, and assessment processes should also be designed to engage individuals with both traditional and invisible diversity. <br />
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<strong>Senior leaders publicly championing and staying involved in D&amp;I initiatives. </strong>As is typical when driving change throughout an organization, &ldquo;tone at the top&rdquo; is critical. For&nbsp; example, as part of its diversity initiative, a global financial services company profiled in the research&nbsp; has established a global council comprising 40 senior leaders from Asia-Pacific, EMEA, Latin America, and the U.S.. The council meets twice a year, with the goals of creating a clear sense of accountability for diversity efforts companywide, and championing measurable and actionable diversity and inclusion initiatives. <br />
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<strong>Support for employees. </strong>D&amp;I efforts should be integrated with learning and leadership development aimed at helping them manage conflict for positive outcomes, build successful mentoring relationships, and feel comfortable presenting their authentic selves. Leaders should encourage employees to ask questions, be open to new ideas and innovative approaches, and engage in meaningful conversations about diversity.
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Along with the benchmarking report, Bersin by Deloitte is also launching The Diversity and Inclusion Primer for those new to or having little experience with D&amp;I; The Diversity and Inclusion Framework for those taking a fresh look at their diversity and inclusion initiatives; and additional tools and a Playbook that pulls D&amp;I resources together in one place.&nbsp; These resources will be available to Bersin research members at <a href="http://www.bersin.com">www.bersin.com</a>.
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As the focus for organizations continues to shift from counting heads (&ldquo;diversity&rdquo;) toward making heads count (&ldquo;inclusion&rdquo;) for greater engagement, performance, and innovation, we&rsquo;ll continue to research and report on their investments in D&amp;I strategies, and their effectiveness in tying them to business strategies.
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* &nbsp;For more about these and other survey results, see <em>The Diversity and Inclusion Benchmarking&nbsp; Report: An Analysis of the Current Landscape</em>, Bersin by Deloitte/Stacia Sherman Garr, March 2014. Available to research members at <a href="http://www.bersin.com/blog/Lib/Rs/ShowDocument.aspx?docid=17320">http://www.bersin.com/Lib/Rs/ShowDocument.aspx?docid=17320</a>.
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** For more information, see <em>The Corporate Learning Factbook 2014: Benchmarks, Trends, and Analysis of the U.S. Training Market</em>, Bersin by Deloitte / Karen O&rsquo;Leonard, January 2014.
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http://www.bersin.com/blog/post/2014/04/New-research-reveals-Diversity--Inclusion-efforts-well-intentioned2c-but-lacking.aspx
Stacia Garrhttp://www.bersin.com/blog/post/2014/04/New-research-reveals-Diversity--Inclusion-efforts-well-intentioned2c-but-lacking.aspx#commenthttp://www.bersin.com/blog/post.aspx?id=8fdd5918-64fb-47c2-889e-c52568af5090Wed, 02 Apr 2014 06:12:00 -0500Stacia Garrhttp://www.bersin.com/blog/pingback.axdhttp://www.bersin.com/blog/post.aspx?id=8fdd5918-64fb-47c2-889e-c52568af50900http://www.bersin.com/blog/trackback.axd?id=8fdd5918-64fb-47c2-889e-c52568af5090http://www.bersin.com/blog/post/2014/04/New-research-reveals-Diversity--Inclusion-efforts-well-intentioned2c-but-lacking.aspx#commenthttp://www.bersin.com/blog/syndication.axd?post=8fdd5918-64fb-47c2-889e-c52568af5090Looking Forward to the Best Week of the Year<p>
It is hard to believe that our IMPACT conference is already upon us.&nbsp; Even though I have been a part of two-thirds of Bersin&rsquo;s IMPACT conferences, I find myself more excited than ever.&nbsp; Here is why:
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<strong>Fantastic Keynote Sessions:</strong>&nbsp; We had a chance to preview Josh&rsquo;s keynote session last week, which focuses on &ldquo;<a href="http://impact.bersin.com/Keynotesdescriptionspopup.aspx#G1" target="_blank">How the New Human Resources Organization Delivers</a>.&rdquo;&nbsp; I am certain that it will, as always, be a thought-provoking and energizing session for conference attendees.&nbsp; In addition to this session, Josh will also be hosting a <a href="http://impact2013.bersin.com/Keynotesdescriptionspopup.aspx#G2" target="_blank">CHRO roundtable</a> &ndash; the first time we have done something like this &ndash; with CHROs from Extra Space Storage, UnitedHealth Group, The Walt Disney Company and Juniper Networks.&nbsp; In addition, we have Cathy Benko speaking to us about &ldquo;<a href="http://impact.bersin.com/Keynotesdescriptionspopup.aspx#G3" target="_blank">The Shifting Ethos and What It Means For Talent Leadership</a>,&rdquo;&nbsp;which will focus on the role of corporate citizenship in enhancing organizations&rsquo; ability to attract and retain talent.&nbsp; Finally, Dr. Paula Caligiuri will speak about &ldquo;<a href="http://impact.bersin.com/Keynotesdescriptionspopup.aspx#G4 ">Building a Pipeline of Culturally Agile Professionals</a>.&rdquo;&nbsp; I picked up <a href="http://www.amazon.com/dp/1118275071/?tag=googhydr-20&amp;hvadid=20506255477&amp;hvpos=1t1&amp;hvexid=&amp;hvnetw=g&amp;hvrand=13445488021510486627&amp;hvpone=23.04&amp;hvptwo=&amp;hvqmt=b&amp;ref=pd_sl_7wfqkaubga_b">her book</a> a few months ago and have learned a lot from her frameworks and stories, so I&rsquo;m excited to hear her speak in person.
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<strong>Analytics, Analytics, Analytics:</strong>&nbsp; Everywhere we turn, we hear more about the need to measure and interpret data to derive actionable insights.&nbsp; We have a significant number of sessions dedicated to this topic this year.&nbsp; I was personally involved in supporting two sessions and am especially excited about the insights offered through both of them:&nbsp;<br />
&nbsp;--&ldquo;<a href="http://impact.bersin.com/Sessiondescriptionspopup.aspx#PP3 " target="_blank">Big Data in HR: Driving Improvements From Insights</a>&rdquo; with Jonathan Ferrar of IBM <br />
-- &quot;<a href="http://impact2013.bersin.com/Sessiondescriptionspopup.aspx#PP5" target="_blank">Using Data and Analytics to Align Strategy, Process, Roles, and Talent at Lowe&#39;s</a>&quot; with Carmen M. Neudorff and Todd Christian of Lowe&rsquo;s
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<strong>A Focus on Agility:</strong>&nbsp; In 2012, our conference theme was &ldquo;Building Business Agility Through People.&rdquo;&nbsp; As it turns out, that conference was just the beginning of a lot of work on understanding what that really means.&nbsp; This year, we have an entire track called &ldquo;Predict and Plan for Agility.&rdquo;&nbsp; I will be co-presenting (with Gloria Stinson of Adobe) on &ldquo;<a href="http://impact2013.bersin.com/Sessiondescriptionspopup.aspx#PP2 " target="_blank">Creating the Agile Organization</a>,&rdquo; on Wednesday and am also hosting an Executive Roundtable on the subject of Performance Management and agility on Monday (it&rsquo;s sold out, but I&rsquo;m happy to talk to folks about the topic during the conference and afterward).&nbsp;
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Truth told, though, as excited as I am about the agenda that we&rsquo;ve put together, I am even more thrilled about the chance to catch up with conference attendees.&nbsp; Throughout the year, I have the opportunity to interact with amazing HR professionals, and this is when&nbsp;we get to&nbsp;reconnect and to meet new people as well.&nbsp; For that reason, it is&nbsp;reliably one of the&nbsp;best weeks of my professional life every year, and I cannot wait for folks to start showing up on Monday.&nbsp; I hope to see you there!
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~Stacia&nbsp;&nbsp;&nbsp;
</p>
http://www.bersin.com/blog/post/2013/04/Looking-Forward-to-the-Best-Week-of-the-Year.aspx
Stacia Garrhttp://www.bersin.com/blog/post/2013/04/Looking-Forward-to-the-Best-Week-of-the-Year.aspx#commenthttp://www.bersin.com/blog/post.aspx?id=6541132a-acca-4e1f-a932-8f3caae04ba7Fri, 19 Apr 2013 17:35:00 -0500Stacia Garrhttp://www.bersin.com/blog/pingback.axdhttp://www.bersin.com/blog/post.aspx?id=6541132a-acca-4e1f-a932-8f3caae04ba70http://www.bersin.com/blog/trackback.axd?id=6541132a-acca-4e1f-a932-8f3caae04ba7http://www.bersin.com/blog/post/2013/04/Looking-Forward-to-the-Best-Week-of-the-Year.aspx#commenthttp://www.bersin.com/blog/syndication.axd?post=6541132a-acca-4e1f-a932-8f3caae04ba7Performance Management As a Part of Daily Life: Work.com Changes the Game<p>
For years, we have been saying that HR managers and employees&nbsp;need to understand that &ldquo;performance management is management.&rdquo;&nbsp; While appraisals and goal setting are important parts of the process, ultimately it is the day-to-day interactions between individuals, teams and managers that drive performance.&nbsp;
</p>
<p>
Today, we finally saw a product that can truly help accelerate and improve these interactions:&nbsp; Work.com
</p>
<p>
One of the many products launched at Dreamforce, Salesforce.com&rsquo;s annual customer extravaganza, Work.com is a social performance management platform that leverages Rypple technology (which Salesforce acquired earlier this year) and is built on the Force.com platform.&nbsp; This new offering comes with many of the features our research shows organizations need:&nbsp; an easy way for employees to create and share goals, a way to continuously update and monitor goals, a way to recognize and rewards peers for accomplishments, a system to enable open and continuous feedback, and &hellip; yes... a way to import that information into a performance appraisal.
</p>
<p>
But Work.com is more than a performance management system.&nbsp; It is an integrated part of the Salesforce platform, and as such is located where many employees actually do their work.&nbsp; Critically, there is no separate system to access.&nbsp; There is no need for HR to entice employees to use the performance management system.&nbsp;&nbsp; This is not &ldquo;performance management&rdquo; software &ndash; it is &ldquo;work software&rdquo; &ndash; a tool which Salesforce.com hopes will help people work together better.
</p>
<p>
You can check out a product demo at work.com, so instead of spending more time on generalities of the application, let&rsquo;s talk about some of the specific features we think are unique:
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Individual tasks established in Salesforce.com can be linked directly to individual and team goals, creating transparency about how goals connect to day-to-day work and how employees are progressing toward those goals;
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Employee recognition is not part of a separate system, but is instead embedded into Chatter, Salesforce.com&rsquo;s social application, which serves as a single stream of regular updates about customers, work, and now, employees;
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Similar to other recognition systems, employees can receive points that have an economic value &ndash; what is different, though, is that these points can then be redeemed for Amazon gift cards, enabling employees to exchange their rewards for anything they want on a website they already use, rather than forcing them to choose from a preselected list of items they may never want&ndash; and, unlike some vendors today, Salesforce.com claims it takes no cut of the rewards given;
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Managers and peers can give and request feedback from others in the organization at any point in time, enabling the capture of both positive and constructive information on employees&rsquo; performance, which can then be imported into a performance appraisal form; and,&nbsp;
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By integrating all of this information into the CRM (customer relationship management) system, Salesforce.com opens the door to some very powerful analytics in the future -- we can imagine organizations comparing things like the types of customer interactions employees engage in and employee appraisal scores or the types of goals employees set and the impact on sales numbers.&nbsp;
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<p>
While we see the greatest value of Work.com being the fact that it is embedded within a critical business application, it should be noted that organizations can use it even if they have not already deployed Salesforce.com.&nbsp; This makes the application accessible for organizations that lack or employees that do not use a CRM.&nbsp;
</p>
<p>
<strong><u>What does this mean for other talent management vendors?</u></strong>
</p>
<p>
Work.com is entering an increasingly crowded space, as many of the established vendors have solutions that combine aspects of goal setting, recognition and appraisals.&nbsp; These other vendors offer additional critical talent management capabilities that most organizations need, such as succession management and learning.&nbsp; According to the Salesforce.com team, Work.com does not plan to offer these additional capabilities to its product any time soon.&nbsp; Instead, organizations will still have to partner with a variety of other vendors &ndash; a situation many HR leaders are trying to move away from.&nbsp; This will keep many HR organizations from choosing to implement Work.com, despite the positive benefits we&rsquo;ve already mentioned about the product.
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<p>
Recognition and rewards vendors will also feel the heat from Work.com.&nbsp; If Amazon.com is open to fulfilling any vendor&rsquo;s (or any organization&rsquo;s home-built) points-based platform, the economic moat many recognition vendors have built will be severely eroded.&nbsp;
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<p>
We&rsquo;ve been thinking for a while that the day could not be far off when social goals, tasks, feedback, social recognition and performance appraisals all came together.&nbsp;&nbsp;Today was that day.&nbsp; Salesforce.com took it to the next level by integrating all of these activities into an application where employees already work.&nbsp; A new gauntlet has been thrown -- we can&rsquo;t wait to see how the market responds.
</p>
<p>
~Stacia
</p>
http://www.bersin.com/blog/post/2012/09/Performance-Management-As-a-Part-of-Daily-Life--Workcom-Changes-the-Game.aspx
Stacia Garrhttp://www.bersin.com/blog/post/2012/09/Performance-Management-As-a-Part-of-Daily-Life--Workcom-Changes-the-Game.aspx#commenthttp://www.bersin.com/blog/post.aspx?id=17dbe886-34ab-40cd-964c-c9726433a0f7Fri, 21 Sep 2012 12:00:00 -0500Stacia Garrhttp://www.bersin.com/blog/pingback.axdhttp://www.bersin.com/blog/post.aspx?id=17dbe886-34ab-40cd-964c-c9726433a0f71http://www.bersin.com/blog/trackback.axd?id=17dbe886-34ab-40cd-964c-c9726433a0f7http://www.bersin.com/blog/post/2012/09/Performance-Management-As-a-Part-of-Daily-Life--Workcom-Changes-the-Game.aspx#commenthttp://www.bersin.com/blog/syndication.axd?post=17dbe886-34ab-40cd-964c-c9726433a0f7Lessons from the Olympics on Assessing Performance<p>
Like many of you, I am a huge fan of the Olympics.&nbsp; I love seeing the culmination of years&rsquo; worth of hard work, emotions and sacrifice.&nbsp; The key to all of this, of course, is that the competition is fair and unbiased.&nbsp; This year, the London Olympics are supposed to be the most drug-free ever, given <a href="http://www.ibtimes.com/articles/368354/20120730/olympics-drug-testing-screening-galiulina.htm" target="_blank">the extensive drug screening regime</a>.&nbsp; I was, however, saddened to see <a href="http://professional.wsj.com/article/SB10000872396390443477104577551253521597214.html" target="_blank">this Wall Street Journal report</a>&nbsp;on the national bias that exists within Olympic judging of sports such as gymnastics, diving, boxing and dressage.&nbsp;&nbsp;&nbsp;
</p>
<p>
The thrust of the article is this:&nbsp; it is difficult to design a single judging system that prevents all forms of bad judging, be it corruption, intentional bias or unconscious bias.&nbsp; Some sports, such as gymnastics, throw out the highest and lowest scores (the outliers) and average the remaining ones.&nbsp; However, if there is collusion among a number of judges, then throwing out the outliers does little good.&nbsp; Yet, the bigger problems, according to the article, are conscious and unconscious national bias, where a judge rates athletes from their own countries slightly higher than others.&nbsp; The proposed solution?&nbsp; Increasing the number of judges so the results reflect a broader base of opinions.
</p>
<p>
All of this sounds eerily similar to our research on performance appraisal, where we have talked about the importance of increasing the number of raters.&nbsp; Unfortunately, just over half of organizations allow self-appraisals &ndash; and only about 1/3 of organizations allow second-level managers to contribute to performance appraisals (see Figure 1).&nbsp;
</p>
<p>
<strong>Figure 1:&nbsp; Frequency of Appraisals and Raters
</strong>
</p>
<p>
<img style="width: 517px; height: 182px" src="http://www.bersin.com/blog/image.axd?picture=2012.07.30_Appraisal+Frequency.png" alt="" width="780" height="235" />
</p>
<p align="right">
Source:&nbsp; Bersin &amp; Associates, 2011, High-Impact Performance Management research, n=193.
</p>
<p>
Even more unfortunate, though, is the infrequency of appraisals.&nbsp; With only 35% of organizations using a semi-annual appraisal &ndash; and only 9% using a quarterly appraisal &ndash; it is no wonder that so many employees and managers think the annual performance appraisal doesn&rsquo;t reflect employees&rsquo; performance.&nbsp; There is simply too long between the performance and the assessment.&nbsp; Can you imagine a judge giving an Olympics gymnastics score in July 2013?&nbsp; Of course not &ndash; it is silly.&nbsp; But that is exactly what we&rsquo;re asking our managers to do today.
</p>
<p>
So what is the solution?&nbsp; One option is the use of a lightweight quarterly appraisal process.&nbsp; Typically these appraisals&nbsp;have&nbsp;no detailed forms, no extensive calibration sessions.&nbsp; Instead, they are simply conversations between managers and employees about how the employee is performing and what should be done differently in the future.&nbsp; The conversations are&nbsp;often documented with an email that includes bullet points about the discussion.&nbsp; These conversations can also take place at the same time as&nbsp;quarterly goal discussions, a practice that <a href="http://insights.bersin.com/research/?docid=14505" target="_blank">our research shows</a> correlates with better business performance.&nbsp;&nbsp;
</p>
<p>
Another approach could be a focus on improving the coaching skills of employees.&nbsp; In our performance management research, we found that the greatest barrier to performance management is that managers lack the skills to coach their employees.&nbsp; Giving all employees the confidence, skills and knowledge to coach each other can improve the level of feedback throughout the organization.&nbsp; This helps improve both the number of sources from which employees receive feedback and the frequency with which they get it.&nbsp; (Bersin members can access our research on employee coaching <a href="http://insights.bersin.com/research/?docid=15021" target="_blank">here</a>.)
</p>
<p>
Reducing bias is just as important in the workplace as it is in the Olympics.&nbsp; Some of the first few steps to doing this is increasing the number of raters and enhancing the frequency of appraisal.&nbsp; These activities can begin to put your organization on a path to more feedback and coaching &ndash; ultimately helping your employees perform at their best &ndash; just like the Olympians we get to watch on TV.&nbsp;
</p>
<p>
~Stacia
</p>
http://www.bersin.com/blog/post/2012/07/Lessons-from-the-Olympics-on-Assessing-Performance.aspx
Stacia Garrhttp://www.bersin.com/blog/post/2012/07/Lessons-from-the-Olympics-on-Assessing-Performance.aspx#commenthttp://www.bersin.com/blog/post.aspx?id=51c74009-ef26-4a16-af9e-22572ab196c8Mon, 30 Jul 2012 14:13:00 -0500Stacia Garrhttp://www.bersin.com/blog/pingback.axdhttp://www.bersin.com/blog/post.aspx?id=51c74009-ef26-4a16-af9e-22572ab196c80http://www.bersin.com/blog/trackback.axd?id=51c74009-ef26-4a16-af9e-22572ab196c8http://www.bersin.com/blog/post/2012/07/Lessons-from-the-Olympics-on-Assessing-Performance.aspx#commenthttp://www.bersin.com/blog/syndication.axd?post=51c74009-ef26-4a16-af9e-22572ab196c8Taxi Driver Leadership Insights<p>
Yesterday I visited one of our Bersin members.&nbsp; En route from the airport to the hotel, I encountered a particularly philosophical taxi driver who asked me a thought-provoking question:&nbsp; &ldquo;What is the difference between a ruler and a leader?&nbsp; It is a four letter word and starts with &lsquo;F&rsquo;.&rdquo;
</p>
<p>
Do you know the answer?&nbsp; I didn&rsquo;t.&nbsp;
</p>
<p>
His response:&nbsp; &ldquo;Fear.&rdquo;&nbsp;
</p>
<p>
This taxi driver&#39;s riddle comes at a particularly poignant time for the talent management practice here at Bersin.&nbsp; In the last nine months, we&rsquo;ve published research for our members on <a href="http://insights.bersin.com/research/?docid=15349" target="_blank">abolishing the performance appraisal score</a>, <a href="http://www.bersin.com/blog/Lib/Rs/ShowDocument.aspx?docid=15021" target="_blank">performance coaching</a>, and <a href=" http://insights.bersin.com/research/?docid=15539" target="_blank">the role of employee recognition</a>.&nbsp; I was actually in Texas (where I met this taxi driver) to speak on the benefits and challenges of moving to a distributed workforce.&nbsp; The common theme in all of these topics is the importance of trust, motivation and empowerment in the workplace.&nbsp; The taxi driver&#39;s riddle crystalized for me that our research is really about how to create organizations full of leaders who encourage and support each other in doing their best work &ndash; and how to move beyond environments filled with fear.&nbsp;
</p>
<p>
Our research shows that more organizations (70%) lean toward a highly supportive work environment &ndash; what we call the coaching and development model of performance management &ndash; than ever before.&nbsp; In the press, an increasing number of articles tell stories of companies that have taken this approach (sometimes to the extreme) and flouted traditional command-and-control management.&nbsp; For example, the Wall Street Journal recently featured an article on <a href="http://online.wsj.com/article/SB10001424052702303379204577474953586383604.html" target="_blank">the boss-less organization</a>.&nbsp; In that article, the Journal highlights W.L. Gore (an organization we wrote about in our study on <a href="http://insights.bersin.com/research/?docid=14467" target="_blank">performance management strategy</a>), which has no hierarchies (everyone is called an associate) and people join projects that interest them most.&nbsp; Another organization that does this is Valve, where <a href="http://boingboing.net/2012/04/22/valve-employee-manual-describe.html" target="_blank">employees choose which projects to join based on their interests</a> and the ones they think are most likely to be successful.&nbsp;&nbsp;
</p>
<p>
Will this somewhat utopian view of work fit every organization?&nbsp; No, most certainly not.&nbsp; However, what is refreshing about these organizations is their thoughtfulness in identifying how people work best within their own cultures and constraints and then pursuing management approaches aligned with those beliefs.&nbsp; As we discuss in the <a href="http://insights.bersin.com/research/?docid=15349" target="_blank">Kelly Services case study</a>, one of the most important exercises an organization can engage in is understanding leaders&rsquo; underlying assumptions about people and then adjusting the organization&rsquo;s practices and policies so they align with the behaviors necessary for the organization to succeed (see Figure 1).&nbsp; There is no performance management just because there has always been performance management at companies like W.L. Gore and Valve.
</p>
<p>
Figure 1:&nbsp; Kelly Services&rsquo; Approach to Thinking about Employee Behaviors<br />
<img src="http://www.bersin.com/blog/image.axd?picture=Kelly+Services+Iceberg.jpg" alt="" />
</p>
<p align="right">
Source:&nbsp; Kelly Services and Bersin &amp; Associates, 2012.
</p>
<p>
I&rsquo;d like to encourage you to think about the following questions over the weekend:&nbsp;
</p>
<p>
1)&nbsp;What are my organization&rsquo;s assumptions about how people perform best?&nbsp; How does that affect our practices and policies, and ultimately employee behaviors?<br />
2)&nbsp;What is the proportion of leaders to rulers &ndash; and do those proportions align with the organization&rsquo;s assumptions about people?<br />
3)&nbsp;If our assumptions and proportions are out of line, what initiatives do we currently have under way that I can influence to help get these two more aligned?
</p>
<p>
Happy Friday &ndash; and may you have a philosophical taxi-driver in your near future.
</p>
<p>
~Stacia
</p>
http://www.bersin.com/blog/post/2012/06/Taxi-Driver-Leadership-Insights.aspx
Stacia Garrhttp://www.bersin.com/blog/post/2012/06/Taxi-Driver-Leadership-Insights.aspx#commenthttp://www.bersin.com/blog/post.aspx?id=abfe6eb2-6818-4b01-ae43-e862a9e614c9Fri, 22 Jun 2012 17:02:00 -0500Stacia Garrhttp://www.bersin.com/blog/pingback.axdhttp://www.bersin.com/blog/post.aspx?id=abfe6eb2-6818-4b01-ae43-e862a9e614c90http://www.bersin.com/blog/trackback.axd?id=abfe6eb2-6818-4b01-ae43-e862a9e614c9http://www.bersin.com/blog/post/2012/06/Taxi-Driver-Leadership-Insights.aspx#commenthttp://www.bersin.com/blog/syndication.axd?post=abfe6eb2-6818-4b01-ae43-e862a9e614c9Recognition: A Secret Ingredient in Effective Talent Management<p>
<font><font>When most HR
leaders think about strategic talent management, they think of traditional
levers:&nbsp; leadership development, learning
and performance management.&nbsp; Few leaders
focus on employee recognition, despite the fact that it is a $46B</font><sup><font>1</font></sup><font>
industry, with most organizations spending 1 percent of payroll</font><sup><font>2</font></sup><font>.&nbsp; Today, however, we released new research, <a href="http://marketing.bersin.com/Recognition.html" target="_blank">The
State of Employee Recognition in 2012</a>,</font></font><font><font> to our
membership that reveals that employee recognition could be the untapped secret
lever many organizations seek to improve business outcomes.&nbsp; Specifically, our research found that
organizations with recognition programs that are highly effective at improving
employee engagement had 31 percent lower voluntary turnover than those
organizations with organizations with ineffective recognition programs.</font></font>
</p>
<p>
<font><font>However, recognition is not a stand-alone
process. In <a href="http://insights.bersin.com/research/?docid=14023" target="_blank">research</a> we released to our
membership last spring, we
found that employee recognition is just one critical element of successful
performance management. The other
important elements of performance management include goal setting and revising, coaching and
development planning. (Research members can access research on
those topics here:&nbsp; <a href="http://insights.bersin.com/research/?docid=14505" target="_blank">goals</a>, <a href="http://insights.bersin.com/research/?docid=15021" target="_blank">coaching</a>, and
<a href="http://insights.bersin.com/research/?docid=15294" target="_blank">development planning</a>.)&nbsp;</font></font><font><font> These elements of performance management
work together in concert to ensure employees receive the ongoing feedback and
support they need to understand how they are performing and adjust their
behavior in real-time. In fact, our
research shows that organizations that revise their goals quarterly or more
often &ndash; thus encouraging employees to change their behavior to adjust to
changing circumstances &ndash; are nearly 50 percent more likely to be top financial
performers, when compared to organizations that revise their goals once per
year.</font></font>
</p>
<p>
<font><font>As one of the
critical elements within performance management, <em>employee recognition</em> has the
potential to make a substantial difference to how employees perform.</font></font>
</p>
<p>
<font><font>Recognition enables employees to be &ldquo;caught
doing something right,&rdquo; reinforcing the right behaviors immediately.&nbsp; Further, recognition helps create social norms
that communicate how they are expected to behave. Unfortunately, our research shows that most recognition
programs are not very effective (according to HR). Most organizations&rsquo; (87 percent) programs are focused on tenure (which
does not improve employee engagement), unknown to many employees (58 percent of
employees stated their organization has a recognition program, whereas 74% of
HR respondents indicated their organization has a program), and so old as to
not longer be aligned with the organization&rsquo;s business strategy and culture
(approximately 55 percent of programs are 6 years or older).</font></font>
</p>
<p>
To refresh their
programs, HR leaders need an understanding of how their organization compares
to others and how to approach redesigning their organization&rsquo;s current
approach.&nbsp; The research launched today,
<a href="http://insights.bersin.com/research/?docid=15539" target="_blank">The State of Employee Recognition in 2012</a>,
is designed to fill that first need.&nbsp; Our
<a href="http://insights.bersin.com/research/?docid=15440" target="_blank">Employee Recognition Framework</a>,
launched to our membership earlier this spring, fulfills the second.&nbsp;
</p>
<p>
In a <a href="http://www.bersin.com/blog/News/EventDetails.aspx?id=15431" target="_blank">free webcast
today</a>, we will
introduce this new framework and explain how organizations can use it to design
or refresh their current recognition approach.&nbsp;
Similar to our other frameworks, the Employee Recognition Framework is
designed to be a graphical representation of how all the different elements of
recognition fit together and the most important decisions an organization needs
to make when developing a recognition strategy and program.&nbsp; The Employee Recognition Framework represents
a critical tool for organizations that are trying to refresh or entirely
redesign their recognition approach because it helps leaders to approach
recognition in a holistic fashion and design programs that are truly aligned to
business strategy and outcomes while also fulfilling the needs of employees to
appreciate one another.&nbsp;
</p>
<p>
I hope you will
join me for the webcast today and continue with us on the journey of
understanding employee recognition.&nbsp;
</p>
<p>
~Stacia
</p>
<p>
<sup>1</sup>&nbsp;Incentive
Marketing Association:&nbsp; http://www.incentivemarketing.org.
</p>
<p>
<sup>2</sup> &ldquo;Trends
in Employee Recognition,&rdquo; World at Work, May 2011.
</p>
http://www.bersin.com/blog/post/2012/06/A-Secret-Ingredient-in-Effective-Talent-Management.aspx
Stacia Garrhttp://www.bersin.com/blog/post/2012/06/A-Secret-Ingredient-in-Effective-Talent-Management.aspx#commenthttp://www.bersin.com/blog/post.aspx?id=b1219fe1-d676-4d42-943a-79c083a4449dTue, 12 Jun 2012 12:01:00 -0500Stacia Garrhttp://www.bersin.com/blog/pingback.axdhttp://www.bersin.com/blog/post.aspx?id=b1219fe1-d676-4d42-943a-79c083a4449d0http://www.bersin.com/blog/trackback.axd?id=b1219fe1-d676-4d42-943a-79c083a4449dhttp://www.bersin.com/blog/post/2012/06/A-Secret-Ingredient-in-Effective-Talent-Management.aspx#commenthttp://www.bersin.com/blog/syndication.axd?post=b1219fe1-d676-4d42-943a-79c083a4449dWhy the Buzz around Employee Recognition?<p>
Across the last 18 months or so, we have received an increasing number of questions about the role of employee recognition in today&rsquo;s organizations.&nbsp; To answer those questions better, we embarked on a new research initiative focused on understanding the world of recognition and its role within talent management.&nbsp; We are now beginning to publish the outcomes of that research.&nbsp; We just launched&nbsp;the new <a href="http://www.bersin.com/blog/Practice/Detail.aspx?docid=15440&amp;mode=search&amp;p=Talent-Management" target="_blank">Bersin &amp; Associates Employee Recognition Framework</a> (register for the <a href="http://www.bersin.com/blog/News/EventDetails.aspx?id=15431" target="_blank">free webcast on June 12</a>), which is designed to help organizations understand how&nbsp;the different elements of employee recognition fit together as well as&nbsp;all of&nbsp;the critical decision points for developing a strategic recognition program.&nbsp; In June, we will publish our first-ever benchmarking report on employee recognition.&nbsp; We will follow that up by publishing&nbsp;a best practices report on employee recognition at the end of the summer, which will explain the top practices that correlate to better employee and business outcomes.
</p>
<p>
Before delving into all of&nbsp;this new research, an important question we should all be asking ourselves is, why is employee recognition such a hot topic now?&nbsp; In short, the answer is that the business world &ndash; and, consequentially, the workplace -- changed substantially over the last five years.&nbsp; Some of the most significant of these changes include (1) a volatile economy, (2) the need for workforce greater agility, (3) the flattening of organizational structures, (4) the leveraging of technology in novel ways and (5) the rise of the Millennial generation in the workforce.&nbsp; Employee recognition has offered organizations new ways to adapt to these changes, as explained below:
</p>
<p>
<strong>(1)&nbsp;Volatile Economy</strong> &mdash;As many Western organizations responded to the economic recession, they found themselves unable to increase compensation and had to decrease or eliminate bonuses.&nbsp; Further, many of those same organizations reduced portions of their workforce.&nbsp; The upshot was increased pressure on the workers that remained, but with fewer rewards for their harder work &ndash; resulting in lower employee engagement<sup>1</sup>.&nbsp;&nbsp; Coaching and development became a popular (and relatively cheap) alternative to show that the organization still valued the employees remaining on the job.&nbsp; Organizations have similarly turned to recognition, particularly the types requiring low cost per employee (e.g., gift cards, thank you notes).
</p>
<p>
<strong>(2)&nbsp;The Need for Greater Agility</strong>&mdash;As we all know, business is moving faster than ever.&nbsp; Organizations need to be able to reconfigure their workforce to respond to their new business demands.&nbsp; Some of this reconfiguration will come from new hires and some of it will come from the current workforce. The workforce continues to become more globalized, with increasing competition for top talent stretching across multiple regions. One study found that to sustain economic growth, by 2030 the United States will need to add more than 25 million workers and Western Europe will need to add more than 45 million employees<sup>2</sup>.&nbsp; The result is a dramatic need for practices that attract new employees and keep existing employees highly motivated and engaged. To do this, progressive organizations are creating recognition programs that align with business demands and the needs of the broader workforce.
</p>
<p>
<strong>(3)&nbsp;The Flattening of Organizational Hierarchies</strong>&mdash;The old days of a top-down hierarchy, in which the manager is the &ldquo;king,&rdquo; exist in fewer and fewer companies. Every day, more organizations are adopting collaborative work environments and reducing the levels of management within their ranks. The result is a decline in the number of promotion opportunities available to employees.&nbsp; To continue to show employees that they are valued, organizations are turning to a myriad of recognition approaches that do not include promotions.&nbsp;&nbsp;
</p>
<p>
<strong>(4)&nbsp;Novel Uses of Technology</strong> &mdash; As we all know, social technology has grabbed hold of the public&rsquo;s attention and time in a big way across the last 5 years.&nbsp; At the same time, transparency, collaboration and knowledge sharing have become more the norm within organizations.&nbsp; Many organizations are attempting to leverage both trends by using social technology to increase the transparency, collaboration and knowledge sharing within the organization.&nbsp; A key element of many social platforms (i.e., LinkedIn and Facebook) is the ability for individuals to give positive feedback directly to others within the network.&nbsp; It is, therefore, a natural extension that employee recognition has become more common in organizations following this approach.&nbsp; In fact, a whole host of technology providers are now offering services that enable this type of online social recognition.&nbsp;&nbsp;&nbsp;
</p>
<p>
<strong>(5)&nbsp;The Rise of the Millennial Generation in the Workforce</strong>&mdash;Younger employees typically require more feedback (both positive and constructive) and development than older generations.&nbsp; Given that many organizations are in a situation where baby boomers will soon start to retire in droves, employers are searching for a way to keep these younger workers engaged, productive and retained.&nbsp; Employee recognition can be a critical tool in doing all of these things.&nbsp;
</p>
<p>
Most of these changes are here to stay.&nbsp; Employee recognition can help organizations to adapt to the new reality.&nbsp; Our initial research findings show that an effective employee recognition program can make a big difference to engagement and turnover levels.&nbsp; However, not all recognition programs are created equally &ndash; and those programs that are most effective go way beyond the traditional tenure or service recognition awards.
</p>
<p>
We hope you&rsquo;ll stay tuned for our new research, as we begin to share the insights from our new data and interviews.&nbsp; We believe that after this summer you will likely never think about a &ldquo;thank you&rdquo; in quite the same way again!
</p>
<p>
~Stacia
</p>
<p>
<sup>1</sup> Gallup Management Journal&rsquo;s Employee Engagement Index, 2010 and <a href="http://trustmattersgroup.com/spiritoftrust/?p=441">http://trustmattersgroup.com/spiritoftrust/?p=441</a>. <br />
<sup>2</sup> &ldquo;Global Talent Risk &ndash; Seven Responses,&rdquo; World Economic Forum, 2011.
</p>
http://www.bersin.com/blog/post/2012/05/Why-the-Buzz-around-Employee-Recognition.aspx
Stacia Garrhttp://www.bersin.com/blog/post/2012/05/Why-the-Buzz-around-Employee-Recognition.aspx#commenthttp://www.bersin.com/blog/post.aspx?id=11a563f4-13a7-44bb-9a9c-f9c112f3433cMon, 07 May 2012 18:22:00 -0500Stacia Garrhttp://www.bersin.com/blog/pingback.axdhttp://www.bersin.com/blog/post.aspx?id=11a563f4-13a7-44bb-9a9c-f9c112f3433c1http://www.bersin.com/blog/trackback.axd?id=11a563f4-13a7-44bb-9a9c-f9c112f3433chttp://www.bersin.com/blog/post/2012/05/Why-the-Buzz-around-Employee-Recognition.aspx#commenthttp://www.bersin.com/blog/syndication.axd?post=11a563f4-13a7-44bb-9a9c-f9c112f3433cAbolishing Performance Scores, Kelly Services Style<p>
Over the past 18 months, I&rsquo;ve asked for examples of organizations doing it.&nbsp; As I&#39;ve found clues, I&#39;ve shared them here on this blog.&nbsp; But now, I can finally give you some more details.&nbsp; Today, I am proud to announce that we have published our case study on <a href="http://www.bersin.com/blog/Practice/Detail.aspx?id=15349" target="_blank">how Kelly Services abolished performance scores</a>.
</p>
<p>
In the case study, we share the answers to the most frequently asked&nbsp;questions we receive about abandoning&nbsp;performance scores.&nbsp; These are questions such as:
</p>
<ol>
<li>
<div>
How do you compensate employees without performance scores?
</div>
</li>
<li>
<div>
How do you deal with compliance in countries that require documentation?
</div>
</li>
<li>
<div>
How do you identify high-potential employees?
</div>
</li>
</ol>
<p>
The answers to these three questions, in a nutshell, are below:
</p>
<ol>
<li>
<div>
Kelly Services provides annual market adjustments as appropriate, given an employee&rsquo;s position within the salary range.&nbsp; Further, the company has developed an evolved definition of &ldquo;total rewards&rdquo; that reflects the holistic approach the company takes in providing appropriate recompense to employees.&nbsp; This approach includes incentives, recognition and other rewards.
</div>
</li>
<li>
<div>
Kelly learned that the documentation requirement in most countries only extends to proving that conversations were taking place -- not recording what was being said.&nbsp; Since performance conversations still most definitely take place at Kelly, this arrangement was not a problem.
</div>
</li>
<li>
<div>
Kelly created the concept of senior leader talent summits, which are forums for leaders to discuss their talent, the development activities that have occurred and next steps in development.&nbsp; Talent summits typically cover discussions of the top two to three levels of management below the executive level and a small number of other top talent employees who leaders wish to highlight.
</div>
</li>
</ol>
<p>
Within the case study, we go into these questions &ndash; and plenty more &ndash; in greater detail.&nbsp;
</p>
<p>
What I find even more remarkable than the fact that Kelly abolished scores is the process they took to get there.&nbsp; Like many organizations, Kelly Services started out with the feeling that &ldquo;something wasn&rsquo;t quite right&rdquo; with performance management.&nbsp; The company&rsquo;s leaders &ndash; some from HR, but many more from the business &ndash; then had the guts to&nbsp;deeply analyze the entire performance management process with no pre-conceived notion of where they would end up.&nbsp; They examined the traditional solutions &ndash; better training on calibration, better communication around how to assess performance.&nbsp; Those were not the right solutions for Kelly Services (though they might be for your organization).&nbsp; Instead, the leaders at Kelly Services focused on creating a unique business process that created the most value for their&nbsp;business.&nbsp; And abolishing performance scores was where they ended up.&nbsp;
</p>
<p>
If your organization was to do the same thing, where would&nbsp;it end up?
</p>
<p>
In addition to this case study,&nbsp;Kelly Services&nbsp;has been gracious enough to agree to co-present with me at our <a href="http://impact.bersin.com/Agenda.aspx" target="_blank">IMPACT 2012 conference</a>.&nbsp; This should give everyone an opportunity to <a href="http://impact.bersin.com/Sessiondescriptionspopup.aspx#TM1">catch the full details</a> of Kelly&rsquo;s approach &ndash; and ask questions &ndash; on April 11 in St. Petersburg, Florida.&nbsp; Hope to see you there!
</p>
http://www.bersin.com/blog/post/2012/03/Abolishing-Performance-Scores2c-Kelly-Services-Style.aspx
Stacia Garrhttp://www.bersin.com/blog/post/2012/03/Abolishing-Performance-Scores2c-Kelly-Services-Style.aspx#commenthttp://www.bersin.com/blog/post.aspx?id=1149cb44-cf5d-474a-a5ec-6a997622a848Mon, 12 Mar 2012 22:22:00 -0500Stacia Garrhttp://www.bersin.com/blog/pingback.axdhttp://www.bersin.com/blog/post.aspx?id=1149cb44-cf5d-474a-a5ec-6a997622a8484http://www.bersin.com/blog/trackback.axd?id=1149cb44-cf5d-474a-a5ec-6a997622a848http://www.bersin.com/blog/post/2012/03/Abolishing-Performance-Scores2c-Kelly-Services-Style.aspx#commenthttp://www.bersin.com/blog/syndication.axd?post=1149cb44-cf5d-474a-a5ec-6a997622a848Give the Ultimate Gift in 2012: Coaching<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<span><font size="3"><font face="Calibri">This is
the time of year when many of us give gifts to our family and our friends.<span>&nbsp; </span>We search for weeks &ndash; sometimes months &ndash; to
find just the right thing.<span>&nbsp; </span>But there is
probably someone &ndash; or many someones &ndash; whom you have left off your list.<span>&nbsp; </span>Have you thought about what gift you want to
give your colleagues and your organization in 2012?<span>&nbsp; </span>What is the one thing &ndash; no, the one experience
&ndash; you want to help them have in 2012 that will add the most value possible?<span>&nbsp; </span></font></font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<span><font face="Calibri" size="3">&nbsp;</font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<span><font face="Calibri"><font size="3">Consider
giving the gift of coaching.<span>&nbsp; </span>In our 2011
High-Impact Performance Management research on coaching <a href="http://www.bersin.com/blog/Practice/Detail.aspx?docid=15021&amp;mode=search&amp;p=Talent-Management" target="_blank">(click here for free webcast replay</a>), we found that organizations with a
coaching culture have much stronger employee engagement, employee productivity
and customer satisfaction (see Figure 1).<span>&nbsp;
</span>We also found a strong relationship between the effectiveness of
organizations at teaching coaching and business outcomes.<span>&nbsp; </span>In short, coaching organizations are more
effective organizations.</font></font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<span><font face="Calibri" size="3">&nbsp;</font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<strong><span><font face="Calibri"><font size="3">Figure
1:<span>&nbsp; </span>Relationship between Coaching Culture
and Employee Results</font></font></span>
</strong>
</p>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<img src="http://www.bersin.com/blog/image.axd?picture=Coaching+graph+for+12.23.png" alt="" width="547" height="353" />
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<span><font size="3"><font face="Calibri"><span>&nbsp;&nbsp;&nbsp; </span></font></font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt; text-align: right" class="MsoNormal" align="right">
<span><font face="Calibri"><font size="3">Source:<span>&nbsp; </span>Bersin &amp;
Associates, 2011</font></font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<span><font face="Calibri" size="3">&nbsp;</font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<span><font face="Calibri"><font size="3">In our
study, High-Impact Performance Management:<span>&nbsp;
</span>Maximizing Coaching, we lay out what HR should do to help create a
coaching culture.<span>&nbsp; </span>One of the most
important first steps is to obtain senior leadership support for coaching.<span>&nbsp; </span>To do this effectively, our research shows
that organizations should segment their leader population into one of four
groups:</font></font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<span><font face="Calibri" size="3">&nbsp;</font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt 0.5in; text-indent: -0.25in" class="MsoListParagraphCxSpFirst">
<span style="font-family: Symbol"><span><font size="3">&middot;</font><span style="font: 7pt/normal 'Times New Roman'; font-size-adjust: none; font-stretch: normal">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
</span></span></span><font size="3"><font face="Calibri"><strong><span>True
Believers</span></strong><span> &ndash; Those who coach every day, expect others to coach regularly and
hold their direct reports responsible for coaching (roughly 11 percent of the
population, based on our survey).</span></font></font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt 0.5in; text-indent: -0.25in" class="MsoListParagraphCxSpMiddle">
<span style="font-family: Symbol"><span><font size="3">&middot;</font><span style="font: 7pt/normal 'Times New Roman'; font-size-adjust: none; font-stretch: normal">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
</span></span></span><font size="3"><font face="Calibri"><strong><span>Regulars</span></strong><span> &ndash; Those
who coach often and have a strong belief in the value of coaching (roughly 32
percent of the population, based on our survey).</span></font></font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt 0.5in; text-indent: -0.25in" class="MsoListParagraphCxSpMiddle">
<span style="font-family: Symbol"><span><font size="3">&middot;</font><span style="font: 7pt/normal 'Times New Roman'; font-size-adjust: none; font-stretch: normal">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
</span></span></span><font size="3"><font face="Calibri"><strong><span>Fair
Weather Fans</span></strong><span> &ndash; Those who coach sometimes, typically when it seems easy or
there is pressure to do so (roughly 45 percent of the population, based on our
survey).</span></font></font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt 0.5in; text-indent: -0.25in" class="MsoListParagraphCxSpLast">
<span style="font-family: Symbol"><span><font size="3">&middot;</font><span style="font: 7pt/normal 'Times New Roman'; font-size-adjust: none; font-stretch: normal">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
</span></span></span><font size="3"><font face="Calibri"><strong><span>Agnostics</span></strong><span> &ndash; Those
who do not coach and see little or no value in spending their time this way
(roughly 12 percent of the population, based on our survey).</span></font></font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<span><font face="Calibri" size="3">&nbsp;</font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<span><font face="Calibri"><font size="3">After
identifying these different populations, develop a strategy for approaching and
leveraging each group.<span>&nbsp; </span>Figure 2 outlines
our recommendations for how to effectively leverage each group to gain maximum
senior leader engagement with coaching.</font></font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<span><font face="Calibri" size="3">&nbsp;</font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<strong><span><font face="Calibri"><font size="3">Figure
2:<span>&nbsp; </span>Tactics for Creating a Culture of
Coaching within Senior Leaders</font></font></span>
</strong>
</p>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<img style="width: 574px; height: 466px" src="http://www.bersin.com/blog/image.axd?picture=graphic+for+12.23_2.png" alt="" width="892" height="685" />
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<span><font face="Calibri" size="3">&nbsp;</font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt; text-align: right" class="MsoNormal" align="right">
<span><font face="Calibri"><font size="3">Source:<span>&nbsp; </span>Bersin &amp;
Associates, 2011.</font></font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<span><font face="Calibri" size="3">&nbsp;</font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<span><font face="Calibri"><font size="3">As you
start your 2012, identify those &ldquo;True Believers&rdquo; in your organization and determine
you can do to collaborate with them to make coaching a bigger part of your
organization&rsquo;s culture.<span>&nbsp; </span>Work with them
to answer the following questions:</font></font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<span><font face="Calibri" size="3">&nbsp;</font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt 0.25in; text-indent: -0.25in" class="MsoListParagraph">
<span><span><font face="Calibri" size="3">1.</font><span style="font: 7pt/normal 'Times New Roman'; font-size-adjust: none; font-stretch: normal">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </span></span></span><span><font size="3"><font face="Calibri">What
business issues are we facing today that would be solved if our leaders were
effective coaches?</font></font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt 0.25in" class="MsoListParagraphCxSpMiddle">
<span><font face="Calibri" size="3">&nbsp;</font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt 0.25in; text-indent: -0.25in" class="MsoListParagraph">
<span><span><font face="Calibri" size="3">2.</font><span style="font: 7pt/normal 'Times New Roman'; font-size-adjust: none; font-stretch: normal">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </span></span></span><span><font face="Calibri"><font size="3">How
effective are our managers at coaching currently?<span>&nbsp; </span>What do our managers most struggle with when
it comes to coaching?</font></font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt 0.25in" class="MsoListParagraphCxSpMiddle">
<span><font face="Calibri" size="3">&nbsp;</font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt 0.25in; text-indent: -0.25in" class="MsoListParagraph">
<span><span><font face="Calibri" size="3">3.</font><span style="font: 7pt/normal 'Times New Roman'; font-size-adjust: none; font-stretch: normal">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </span></span></span><span><font size="3"><font face="Calibri">To what
extent does our culture align with a focus on coaching?<span>&nbsp; </span>Do senior leaders believe that managers do
not coach their direct reports enough or effectively?<span>&nbsp; </span></font></font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt 0.5in" class="MsoListParagraphCxSpMiddle">
<span><font face="Calibri" size="3">&nbsp;</font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt 0.25in; text-indent: -0.25in" class="MsoListParagraph">
<span><span><font face="Calibri" size="3">4.</font><span style="font: 7pt/normal 'Times New Roman'; font-size-adjust: none; font-stretch: normal">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </span></span></span><span><font face="Calibri"><font size="3">What
resources do we currently offer to managers on coaching?<span>&nbsp; </span>Would we be able to build from any existing
programs or do we need to create an entirely new coaching learning experience?</font></font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt 0.5in" class="MsoListParagraphCxSpMiddle">
<span><font face="Calibri" size="3">&nbsp;</font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt 0.25in; text-indent: -0.25in" class="MsoListParagraph">
<span><span><font face="Calibri" size="3">5.</font><span style="font: 7pt/normal 'Times New Roman'; font-size-adjust: none; font-stretch: normal">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp; </span></span></span><span><font face="Calibri"><font size="3">What can
we offer to senior leaders to enable them to coach more frequently and
effectively?<span>&nbsp; </span>What do senior leaders need
in terms of information and support so they can hold their direct reports
accountable for coaching?</font></font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<span><font face="Calibri" size="3">&nbsp;</font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<span><font size="3"><font face="Calibri">Improving
your organization&rsquo;s focus on coaching is one of the greatest gifts you can give
in 2012.<span>&nbsp; </span>We truly believe it is the gift
that keeps giving.<span>&nbsp; </span>We look forward to
hearing about your experience and providing additional guidance as you progress
on this journey in the New Year.<span>&nbsp; </span></font></font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<span><font face="Calibri" size="3">&nbsp;</font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<span><font size="3"><font face="Calibri">Happy
holidays!</font></font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<span><font face="Calibri" size="3">&nbsp;</font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<span><font size="3"><font face="Calibri">~Stacia</font></font></span>
</p>
<font face="Times New Roman" size="3">
</font>
http://www.bersin.com/blog/post/2011/12/Give-the-Ultimate-Gift-in-2012--Coaching.aspx
Stacia Garrhttp://www.bersin.com/blog/post/2011/12/Give-the-Ultimate-Gift-in-2012--Coaching.aspx#commenthttp://www.bersin.com/blog/post.aspx?id=62f6f6af-8d85-417c-b3b9-bd0fefde4d4fFri, 23 Dec 2011 03:31:00 -0500Stacia Garrhttp://www.bersin.com/blog/pingback.axdhttp://www.bersin.com/blog/post.aspx?id=62f6f6af-8d85-417c-b3b9-bd0fefde4d4f5http://www.bersin.com/blog/trackback.axd?id=62f6f6af-8d85-417c-b3b9-bd0fefde4d4fhttp://www.bersin.com/blog/post/2011/12/Give-the-Ultimate-Gift-in-2012--Coaching.aspx#commenthttp://www.bersin.com/blog/syndication.axd?post=62f6f6af-8d85-417c-b3b9-bd0fefde4d4fTo Coach or Not to Coach? That is Not the Question<font face="Times New Roman" size="3">
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri">If Hamlet
were a manager in 2011, he might have asked himself, &ldquo;is it worth it to spend
time coaching my employees?&rdquo;<span>&nbsp; </span>In new
coaching research published today, <a href="http://www.bersin.com/blog/Practice/Detail.aspx?id=15021">High-Impact Performance Management:<span>&nbsp; </span>Maximizing Coaching</a>, we show that this is not
the question any manager or senior leader should be asking themselves.<span>&nbsp; </span>Within our survey population, the
relationship between coaching and superior employee<sup>1</sup>, talent management<sup>2</sup> and
business<sup>3</sup> results was strong (for an example, see Figure 1).<span>&nbsp; </span>Therefore, the question is not if managers
should coach, but rather what the organization should do to make sure everyone
in the organization is coaching.</font>
</p>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<strong><font face="Calibri">&nbsp;</font></strong>
</p>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<strong><font face="Calibri">Figure 1:<span>&nbsp;
</span>Relationship between Coaching and Employee Results</font></strong>
</p>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<span><font face="Calibri">
<img src="http://www.bersin.com/blog/image.axd?picture=HIPM+Coaching+Impact+on+EE+Results.png" alt="" /></font></span>
</p>
<p style="margin: 0in 0in 0pt" class="MsoNormal" align="right">
<font face="Calibri">Source:&nbsp; Bersin &amp; Associates, 2011.&nbsp; </font>
</p>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri"></font>
</p>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri">&nbsp;</font>
</p>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri">We found
that there are three levers, or employee populations, to focus on to create a
high-impact performance culture: </font>
</p>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri">&nbsp;</font>
</p>
<p style="margin: 0in 0in 0pt 0.5in; text-indent: -0.25in" class="MsoListParagraphCxSpFirst">
<span style="font-family: Symbol"><span>&middot;<span style="font: 7pt/normal 'Times New Roman'; font-size-adjust: none; font-stretch: normal"><font size="3">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
</font></span></span></span><font face="Calibri">Senior leaders</font>
</p>
<p style="margin: 0in 0in 0pt 0.5in; text-indent: -0.25in" class="MsoListParagraphCxSpMiddle">
<span style="font-family: Symbol"><span>&middot;<span style="font: 7pt/normal 'Times New Roman'; font-size-adjust: none; font-stretch: normal"><font size="3">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
</font></span></span></span><font face="Calibri">Managers</font>
</p>
<p style="margin: 0in 0in 0pt 0.5in; text-indent: -0.25in" class="MsoListParagraphCxSpLast">
<span style="font-family: Symbol"><span>&middot;<span style="font: 7pt/normal 'Times New Roman'; font-size-adjust: none; font-stretch: normal"><font size="3">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
</font></span></span></span><font face="Calibri">HR</font>
</p>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri">&nbsp;</font>
</p>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri">We
identified the activities that each of these groups should engage in to support
performance coaching (see Figure 2).<span>&nbsp; </span>For
example, it is extremely important that senior leaders set the example for
coaching.<span>&nbsp; </span>In our survey population, organizations
with senior leaders who &ldquo;very frequently&rdquo; coach have 21 percent better business
results than those that do not.<span>&nbsp; </span>Yet,
only 11 percent of leaders very frequently coach their employees.<span>&nbsp; </span>Within the study, we share strategies for
getting senior leaders to coach their employees more frequently -- as well as strategies for all the other activities senior leaders, managers and HR need to engage in.<span>&nbsp;&nbsp;</span><span>&nbsp;&nbsp;</span><span>&nbsp;</span><span>
</span></font>
</p>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri">&nbsp;</font>
</p>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<strong><font face="Calibri">Figure 2:<span>&nbsp;
</span>The Three Levers and Activities of High-Impact Performance Coaching</font></strong>
</p>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri">&nbsp;<img style="width: 488px; height: 415px" src="http://www.bersin.com/blog/image.axd?picture=HIPM+Coaching+Third+Try+Full+Three+Levers.png" alt="" width="721" height="665" /></font>
</p>
<p style="margin: 0in 0in 0pt" class="MsoNormal" align="right">
<font face="Calibri">Source:&nbsp; Bersin &amp; Associates, 2011.</font>
</p>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri"></font>
</p>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri">&nbsp;</font>
</p>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri">Similar to our other research, in this study we include case in points from companies that are doing especially strong work in this area.<span> Specifically,</span> we feature Grant Thornton, Scotiabank, Archer Daniels Midland Company, the Internal Revenue Service and CA Technologies, among others. <span>&nbsp;</span></font><font face="Calibri">For a free
overview of the findings from this research, you can access the <a href="http://marketing.bersin.com/HIPM_coaching.html">executive summary</a> or a recording of the <a href="http://marketing.bersin.com/11_17_11_HIPM_Coaching_Recording.html" target="_blank">webcast
we did last week</a></font><font face="Calibri">
that shares some of the most critical findings.<span>&nbsp;
</span>We look forward to continuing the discussion about how your organization
can help managers and senior leaders move beyond Hamlet -- in other words, moving
from thinking about coaching to actually doing it.</font>
</p>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri"></font>
</p>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri"></font>
</p>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri">____________________________</font>
</p>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font size="1"><font face="Calibri"><font><sup>1</sup>&ldquo;Employee
results&rdquo; is a composite variable comprised of employee productivity, employee
engagement and customer satisfaction.</font></font>
</font>
</p>
<font size="1">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font size="1">
<font><font face="Calibri"><sup>2</sup></font><font face="Calibri">&ldquo;Talent
management results&rdquo; is a composite variable comprised of hiring the best
people, developing great leaders, developing employees, retaining top
performers, planning for future talent needs and having the right people in the
right jobs.</font></font>
</font>
</p>
<font size="1">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font size="1">
<font face="Calibri"><font><sup>3</sup>&ldquo;Business
results&rdquo; is a composite variable comprised of market share, costs (as compared
to peers) and financial performance.</font></font></font>
</p>
<font face="Calibri">
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Times New Roman">
</font>
</p>
</font></font>
http://www.bersin.com/blog/post/2011/11/To-Coach-or-Not-to-Coach--That-is-Not-the-Question.aspx
Stacia Garrhttp://www.bersin.com/blog/post/2011/11/To-Coach-or-Not-to-Coach--That-is-Not-the-Question.aspx#commenthttp://www.bersin.com/blog/post.aspx?id=27aae8a6-a51a-4b24-ae6f-9fbd5287135eTue, 22 Nov 2011 14:30:00 -0500Stacia Garrhttp://www.bersin.com/blog/pingback.axdhttp://www.bersin.com/blog/post.aspx?id=27aae8a6-a51a-4b24-ae6f-9fbd5287135e2http://www.bersin.com/blog/trackback.axd?id=27aae8a6-a51a-4b24-ae6f-9fbd5287135ehttp://www.bersin.com/blog/post/2011/11/To-Coach-or-Not-to-Coach--That-is-Not-the-Question.aspx#commenthttp://www.bersin.com/blog/syndication.axd?post=27aae8a6-a51a-4b24-ae6f-9fbd5287135eHurricane Performance Appraisal: Will Your Organization Hide in the Cellar, Board Up the Windows or Party?It is coming &ndash; the annual performance appraisal. Similar to when a hurricane is about to make landfall, some organizations are already prepared (and thus looking for the nearest hurricane party!), some are beginning the frantic search for provisions, while still others figure they&rsquo;ll just find a safe place to hide (e.g., ignore the problems with the process and keep on doing the same old thing).
<p>
What makes the difference in how organizations view performance appraisal? The level of clarity and execution of their performance management strategy. Organizations that know why they manage performance and what they expect to get from it, align performance management with the organization&rsquo;s culture, goals and strategy, and focus on providing actionable feedback to employees will be the ones partying away this winter. All the other organizations will just be hoping to weather the storm.
</p>
<p>
So how do you know if your organization will be hunkered down or raising its glass? Envision your organization and its employees six months from now, and ask yourself the following questions:
</p>
<ul>
<li>To what extent will the majority of senior leaders be able to make better business decisions given the talent information they received from the performance appraisal process? Will those leaders find the information actionable? Will it be worth more than the opportunity cost necessary to obtain it?
</li>
<li>To what extent will senior leaders themselves participate in the performance appraisal process (both as givers and receivers of performance appraisal)? Will they find it sufficiently valuable to spend their own time on it?
</li>
<li>To what extent will the performance appraisal process reinforce to employees at all levels the organization&rsquo;s strategy, goals, culture and performance management philosophy?
</li>
<li>To what extent will employees understand what they need to do differently in 2012 to deliver better results to the organization?
</li>
</ul>
If, for any of these questions, your response was anything less than &ldquo;to a great extent,&rdquo; then there are two courses of action your organization should take.
<p>
In the short term, figure out the &ldquo;quick wins&rdquo; you can create within each of these areas. For example, a new or updated performance appraisal dashboard for senior executives &ndash; complete with recommendations and suggested courses of action &ndash; might help them make better decisions. A complimentary approach may be to revisit the process senior leaders go through for performance appraisal and see if it can be easily simplified. Another option is to create greater publicity around any currently-available manager resources that could help them more effectively communicate necessary performance improvements to employees.
</p>
<p>
The second course of action is more long-term in nature, and that is to redesign your organization&rsquo;s performance management strategy. To help you do this, we suggest reading our new study, High-Impact Performance Management: Part One &ndash; Designing a Strategy for Effectiveness (you can also access a recorded presentation of it as well as the executive summary). In this study, we outline six steps that are designed to help your organization create clarity on why the organization manages performance, align the performance management philosophy with the organization&rsquo;s goals, strategy and culture, engage senior leaders, and integrate performance management with talent management more effectively.
</p>
<p>
You may not have time to do everything you want to before Hurricane Performance Appraisal hits in just a few months. However, you can use this year&rsquo;s process to identify the specific things that are not working well and begin to determine how you can set a new direction &ndash; one where performance management is ongoing, collaborative, easy, tied to development, and ultimately drives business results. That is something that everyone in your organization will want to celebrate.
</p>
http://www.bersin.com/blog/post/2011/09/Hurricane-Performance-Appraisal--Will-Your-Organization-Hide-in-the-Cellar2c-Board-Up-the-Windows-or-Party.aspx
Stacia Garrhttp://www.bersin.com/blog/post/2011/09/Hurricane-Performance-Appraisal--Will-Your-Organization-Hide-in-the-Cellar2c-Board-Up-the-Windows-or-Party.aspx#commenthttp://www.bersin.com/blog/post.aspx?id=d055d796-764f-4abf-8446-5b81c42e683aSat, 17 Sep 2011 13:34:00 -0500Stacia Garrhttp://www.bersin.com/blog/pingback.axdhttp://www.bersin.com/blog/post.aspx?id=d055d796-764f-4abf-8446-5b81c42e683a0http://www.bersin.com/blog/trackback.axd?id=d055d796-764f-4abf-8446-5b81c42e683ahttp://www.bersin.com/blog/post/2011/09/Hurricane-Performance-Appraisal--Will-Your-Organization-Hide-in-the-Cellar2c-Board-Up-the-Windows-or-Party.aspx#commenthttp://www.bersin.com/blog/syndication.axd?post=d055d796-764f-4abf-8446-5b81c42e683aIntroducing Our New High-Impact Performance Management Study<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font size="3"><font face="Calibri">We all know
that our organizations operate in a different environment than they did just three
years ago.<span>&nbsp; </span>But most organizations continue
to manage performance in the same way as always.<span>&nbsp; </span>The <a href="http://online.wsj.com/article/SB10001424053111904140604576495611851947384.html?mod=WSJ_Home_largeHeadline" target="_blank">vicissitudes of the stock markets</a> in the last few days underline the fact that this simply will not do.<span>&nbsp; </span>To gain better performance, it is necessary
for organizations to reexamine their performance management strategy and to ensure
that it is aligned with the needs of the business and its people given the
current economic reality.<span>&nbsp; </span></font></font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri" size="3">&nbsp;</font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri"><font size="3">Today we
announced the publication of a study designed to help organizations do just
this:<span>&nbsp; </span><em><a href="http://www.bersin.com/blog/Practice/Detail.aspx?id=103314467" target="_blank">High-Impact Performance Management:<span>&nbsp;
</span>Designing a Strategy for Effectiveness</a></em>.<span>&nbsp; </span>This study is the first in a five-part series
on performance management, which is based on a year-long analysis of performance
management that involved more than 500 HR leaders from a range of industries,
geographies and organization sizes.<span>&nbsp; </span>In
this study, we focused on the following questions:</font></font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri" size="3">&nbsp;</font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt 0.25in; text-indent: -0.25in" class="MsoListParagraphCxSpFirst">
<span style="font-family: Symbol"><span><font size="3">&middot;</font><span style="font: 7pt/normal 'Times New Roman'; font-size-adjust: none; font-stretch: normal">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
</span></span></span><font face="Calibri"><font size="3">Why do organizations engage in performance
management?</font></font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt 0.25in; text-indent: -0.25in" class="MsoListParagraphCxSpMiddle">
<span style="font-family: Symbol"><span><font size="3">&middot;</font><span style="font: 7pt/normal 'Times New Roman'; font-size-adjust: none; font-stretch: normal">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
</span></span></span><font face="Calibri"><font size="3">What performance management philosophy is most
common and does it matter which one an organization has?</font></font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt 0.25in; text-indent: -0.25in" class="MsoListParagraphCxSpMiddle">
<span style="font-family: Symbol"><span><font size="3">&middot;</font><span style="font: 7pt/normal 'Times New Roman'; font-size-adjust: none; font-stretch: normal">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
</span></span></span><font face="Calibri"><font size="3">How important is it for organizations to align
their performance management strategy with their talent management strategy,
business strategy and organizational culture?</font></font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt 0.25in; text-indent: -0.25in" class="MsoListParagraphCxSpMiddle">
<span style="font-family: Symbol"><span><font size="3">&middot;</font><span style="font: 7pt/normal 'Times New Roman'; font-size-adjust: none; font-stretch: normal">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
</span></span></span><font face="Calibri"><font size="3">How should senior leaders be involved in
performance management?</font></font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt 0.25in; text-indent: -0.25in" class="MsoListParagraphCxSpMiddle">
<span style="font-family: Symbol"><span><font size="3">&middot;</font><span style="font: 7pt/normal 'Times New Roman'; font-size-adjust: none; font-stretch: normal">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
</span></span></span><font face="Calibri"><font size="3">How do we ensure performance management makes an
impact on the business?</font></font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt 0.25in; text-indent: -0.25in" class="MsoListParagraphCxSpLast">
<span style="font-family: Symbol"><span><font size="3">&middot;</font><span style="font: 7pt/normal 'Times New Roman'; font-size-adjust: none; font-stretch: normal">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
</span></span></span><font size="3"><font face="Calibri">How important is it that performance management
integrates with other talent management processes?<span>&nbsp; </span><span>&nbsp;&nbsp;</span><span>&nbsp;&nbsp;</span><span>&nbsp;</span><span>&nbsp;&nbsp;</span></font></font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font size="3"><font face="Calibri"><span>&nbsp; </span></font></font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<span><font face="Calibri"><font size="3">This study is designed to help organizations create
or redesign their performance management strategies.<span>&nbsp; </span>It should help readers identify why their
organization spends time on performance management and map a performance
management strategy based on that insight.<span>&nbsp;
</span>The study shares data and best practice from progressive organizations
throughout the world to allow organizations to benchmark their practices.<span>&nbsp; </span>Ultimately, our hope is that this study will
inform readers of what works for other organizations but also lead them through
a discovery process that uncovers the right strategy for their organizations. </font></font></span>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri" size="3">&nbsp;</font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri" size="3">Tomorrow (August
9, 2011) at 2:00 pm Eastern I will share some of the key findings from this
research during a free webcast (click <a href="http://www.bersin.com/blog/News/EventDetails.aspx?id=14306">here</a></font><font face="Calibri"><font size="3">
to join -- even if you cannot attend tomorrow, sign up so you can have access
to the webcast recording).<span>&nbsp; </span>During the
call, I will discuss the disconnect between why organizations engage in
performance management and what they expect to get out of it, the six steps to
developing a performance management strategy and critical questions to answer
and clarify with your senior leaders.<span>&nbsp; </span>I
look forward to sharing the results from our newest study with you all tomorrow!</font></font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri" size="3">&nbsp;</font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font size="3"><font face="Calibri">~Stacia</font></font>
</p>
<font face="Times New Roman" size="3">
</font>
http://www.bersin.com/blog/post/2011/08/Introducing-Our-New-High-Impact-Performance-Management-Study.aspx
Stacia Garrhttp://www.bersin.com/blog/post/2011/08/Introducing-Our-New-High-Impact-Performance-Management-Study.aspx#commenthttp://www.bersin.com/blog/post.aspx?id=86536efb-5043-418f-b598-94563ad13ac1Mon, 08 Aug 2011 18:06:00 -0500Stacia Garrhttp://www.bersin.com/blog/pingback.axdhttp://www.bersin.com/blog/post.aspx?id=86536efb-5043-418f-b598-94563ad13ac12http://www.bersin.com/blog/trackback.axd?id=86536efb-5043-418f-b598-94563ad13ac1http://www.bersin.com/blog/post/2011/08/Introducing-Our-New-High-Impact-Performance-Management-Study.aspx#commenthttp://www.bersin.com/blog/syndication.axd?post=86536efb-5043-418f-b598-94563ad13ac1Why Social Talent Management Technologies Matter<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri" size="3">Opinions range
widely about the importance of social talent management technologies, from &ldquo;Social
technologies are revolutionizing our lives&rdquo; to &ldquo;Social technologies do not
matter &ndash; it is just vapor chatter that is here today and gone tomorrow.&rdquo;<span>&nbsp; </span>The truth, like so many things, lies
somewhere in the middle &ndash; but increasingly we&rsquo;re leaning toward the belief that
<a href="http://sabaex.centra.com/main/saba/m/Registrar/NewRegistration.jsp?event_id=0000003c8d721101305ff93708007f7a&amp;locale=en_US&amp;source=" target="_blank">social talent management technologies</a> </font><font size="3"><font face="Calibri">have the potential to revolutionize the management of people.<span>&nbsp; </span></font></font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri" size="3">&nbsp;</font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri"><font size="3">Here is
why:<span>&nbsp; </span>In our 2011 High-Impact Performance
Management research (<a href="http://www.bersin.com/blog/News/EventDetails.aspx?id=14306" target="_blank">register</a> for the upcoming webinar!)
we found that the most severe performance management challenge is managers&rsquo;
inability to coach. <span>&nbsp;</span>Also making the list
of top challenges:</font></font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri" size="3">&nbsp;</font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt 0.25in; text-indent: -0.25in" class="MsoListParagraphCxSpFirst">
<span style="font-family: Symbol"><span><font size="3">&middot;</font><span style="font: 7pt/normal 'Times New Roman'; font-size-adjust: none; font-stretch: normal">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
</span></span></span><font face="Calibri"><font size="3">Managers do not give sufficient development
support to employees </font></font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt 0.25in; text-indent: -0.25in" class="MsoListParagraphCxSpLast">
<span style="font-family: Symbol"><span><font size="3">&middot;</font><span style="font: 7pt/normal 'Times New Roman'; font-size-adjust: none; font-stretch: normal">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
</span></span></span><font face="Calibri"><font size="3">Managers do not give timely feedback on
performance</font></font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri" size="3">&nbsp;</font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font size="3"><font face="Calibri">Clearly, managers
are not adequately delivering the feedback and support employees need.<span>&nbsp; </span>Before we jump to the conclusion that these
managers just <a href="http://www.bersin.com/blog/Lib/Rs/Showdocument.aspx?docid=10339020&amp;ResultID=383109&amp;ISYSxmlid=6" target="_blank">need more training</a> (though that&nbsp;may be&nbsp;part of the solution),
let&#39;s ask a fundamental question:<span>&nbsp; </span>do
managers always&nbsp;have to be the ones&nbsp;providing coaching, feedback and development
support?<span>&nbsp; </span></font></font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri" size="3">&nbsp;</font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri"><font size="3">The answer
is no.<span>&nbsp; </span>Historically, employees have relied
on others in their network to supplement what managers cannot provide.<span>&nbsp; </span>Social technologies enable employees to do
this to an even greater degree by helping them connect more easily with experts
and colleagues who can support them.<span>&nbsp; </span>For
example, employees can use online communities of practice, social learning
environments and professional profiles to find people who can coach and develop
them.<span>&nbsp; </span>Some technology solutions enable
peer-to-peer feedback, which immediately reinforces positive behavior (we
mentioned some of these solution providers&nbsp;in <a href="http://www.bersin.com/blog/Blog/post/SHRM-2011-Impression-3--Rewards--Recognition-Hot2c-But-More-Clarity-Needed-on-How-To-Use-Them-Effectively.aspx" target="_blank">this blog</a> and <a href="http://www.bersin.com/blog/Blog/post/Badges-Swarm-the-Internet-(and-Intranet).aspx">this blog</a>; some other providers
I haven&rsquo;t explicitly highlighted before include <a href="http://www.saba.com/" target="_blank">Saba</a>, <a href="http://www.sonar6.com/" target="_blank">Sonar6</a> and <a href="http://rypple.com/?_r=2" target="_blank">Rypple</a>).<span>&nbsp; </span>Yet another solution, <a href="http://getworksimple.com/" target="_blank">Work Simple</a>,
facilitates employee goal sharing and collaboration, allowing employees to find
synergies with other employees while also&nbsp;creating greater
goal clarity (a result of more goal conversations).</font></font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri" size="3">&nbsp;</font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri"><font size="3">Multi-source
ongoing coaching and feedback is the performance management of the future. <span>&nbsp;</span>If your organization is in the midst of
redesigning its performance appraisal process once again, take a few moments to
step back and ask yourself and your colleagues the following:</font></font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri" size="3">&nbsp;</font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt 0.25in; text-indent: -0.25in" class="MsoListParagraphCxSpFirst">
<span style="font-family: Symbol"><span><font size="3">&middot;</font><span style="font: 7pt/normal 'Times New Roman'; font-size-adjust: none; font-stretch: normal">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
</span></span></span><font face="Calibri"><font size="3">What is the purpose of managing performance at
your organization (compliance, equity or to improve business results)?</font></font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt 0.25in; text-indent: -0.25in" class="MsoListParagraphCxSpMiddle">
<span style="font-family: Symbol"><span><font size="3">&middot;</font><span style="font: 7pt/normal 'Times New Roman'; font-size-adjust: none; font-stretch: normal">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
</span></span></span><font face="Calibri" size="3">How will the changes under consideration promote
a culture of <a href="http://tinyurl.com/6fzuvqb" target="_blank">ongoing performance improvement</a> and development</font><font face="Calibri"><font size="3">?</font></font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt 0.25in; text-indent: -0.25in" class="MsoListParagraphCxSpLast">
<span style="font-family: Symbol"><span><font size="3">&middot;</font><span style="font: 7pt/normal 'Times New Roman'; font-size-adjust: none; font-stretch: normal">&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;&nbsp;
</span></span></span><font face="Calibri"><font size="3">How are you enabling employees to connect with
experts and each other to improve their performance? </font></font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri" size="3">&nbsp;</font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font size="3"><font face="Calibri">Social
talent technology may not be the right answer just now for your
organization.<span>&nbsp; </span>But make your choices
about performance management redesign purposefully and with the understanding that more connection and ongoing feedback
are becoming the new norm.<span>&nbsp; </span>If your
organization is not figuring out how to do this now, it will be lagging other
organizations&rsquo; performance processes in just a few years&rsquo; time.<span>&nbsp; </span></font></font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font face="Calibri" size="3">&nbsp;</font>
</p>
<font face="Times New Roman" size="3">
</font>
<p style="margin: 0in 0in 0pt" class="MsoNormal">
<font size="3"><font face="Calibri">~Stacia<span>&nbsp; </span></font></font>
</p>
<font face="Times New Roman" size="3">
</font>
http://www.bersin.com/blog/post/2011/07/Why-Social-Talent-Management-Technologies-Matter.aspx
Stacia Garrhttp://www.bersin.com/blog/post/2011/07/Why-Social-Talent-Management-Technologies-Matter.aspx#commenthttp://www.bersin.com/blog/post.aspx?id=4f655870-68a4-4111-bbe5-00625675603dMon, 18 Jul 2011 16:34:00 -0500Stacia Garrhttp://www.bersin.com/blog/pingback.axdhttp://www.bersin.com/blog/post.aspx?id=4f655870-68a4-4111-bbe5-00625675603d1http://www.bersin.com/blog/trackback.axd?id=4f655870-68a4-4111-bbe5-00625675603dhttp://www.bersin.com/blog/post/2011/07/Why-Social-Talent-Management-Technologies-Matter.aspx#commenthttp://www.bersin.com/blog/syndication.axd?post=4f655870-68a4-4111-bbe5-00625675603d